International Journal of Economics and Business Administration
Articles Information
International Journal of Economics and Business Administration, Vol.6, No.3, Sep. 2020, Pub. Date: Aug. 18, 2020
Team Performance Management and Effect on Organizational Performance
Pages: 88-96 Views: 79 Downloads: 61
[01] John Nkeobuna Nnah Ugoani, Department of Management Sciences, College of Management and Social Sciences, Rhema University, Aba, Nigeria.
This study was designed to explore the relationship between team performance management and organizational performance, because performance in terms of team efficiency and profitability is fundamental to business sustainability. Team performance management is a top management responsibility through which the organization seeks to cultivate its timbers, tries to grow them, and to enhance organizational performance. Effective team performance management provides the mechanism for quality feedback for both management and employees and therefore provides critical information for individuals and teams to adjust their behaviours in the interest of organizational performance. Thus, effective team performance management seeks to minimize appraisal politics by institutionalizing equitable appraisal mechanism for evaluating performance and fostering a climate of open two-way communications and team development. The survey research design was adopted for the investigation. The sample of 185 provided necessary data for analysis and the result showed strong positive relationship between team performance management and organizational performance. This investigation was never exhaustive due to limitations of time and lack of current relevant literature, therefore, further study could examine the relationship between team performance management and the deteriorating performance in the road transportation subsector in Nigeria. It was recommended that management in privately owned enterprises should cultivate the culture of regular appraisals as an integral part of effective team performance management.
Top Management Responsibility, Minimize Appraisal Politics, Quality Feedback, Deteriorating Performance,To Cultivate Its Timers, Leadership Role, Job Enrichment, Traditional Managers, Self-managed Teams, Norming Role
[01] Gomez-Mejia, L. R. Balkin, D. B. and Cardy, R. L. (2005) Managing Work Flows and Conducting Job Analysis. In L. R. Gomez-Mejia, D. B. Balkin, and R. L. Cardy (eds) Managing Human Resources. 4th edition, New Delhi, India, Prentice-Hall of India Private Limited. Pp: 47–83.
[02] Stevenson, W. J. (2002) Teams. In W. J. Stevenson (ed) Operations Management, 7th edition. New York, The McGraw-Hill Companies, Inc. pp: 312–341.
[03] Casey, D. (1993) Managing Learning in Organizations. Milton Keynes: Open University, Press, pp: 60.
[04] Olivia, L. M. (1992) Partners and Competitors. London. Idea Group Publishing.
[05] Attaran, M. and Nguyen, T. (2000) Creating the right structural fit for self-directed teams. Team performance management, vol. 6, pp: 1–2.
[06] Bacon, N. and Blyton, P. (2003) The Impact of Teamwork on Skills: Employee Perceptions of who gains and who loses. Human Resource Management Journal, 13 (2): 13-29.
[07] Dooreward, H. van Hootegem, G. and Huys, R. (2002) Team Responsibility, Structure and Team Performance. Personnel Review, 31 (3): 356–70.
[08] Fisher, S. Hunter, T. and Macrosson, W. D. K. (2000) The distribution of Belbin Team Roles among UK. Managers. Team Performance Management, vol. 29, No. 2.
[09] Sharpe, D. (2002) Team-working and Managerial Control Within a Japanese Manufacturing Subsidiary in the UK. Personal Review, 31 (3): 367–82.
[10] Kiger, P. (2001) Frequent Employee Feedback Is Worth The Cost and Time. Workforce, March 2001, pp: 62–65.
[11] Findley, H. M. Giles, W. F. and Mossholder, K. W. (2000) Performance Appraisal and Systems Facets: Relationships with Contextual Performance. Journal of Applied Psychology, vol. 85, pp: 634–40.
[12] Blau, R. (2002) Playing the game. People Management, 9 (11): 38–9.
[13] Gregory, J. and Dobbins, A. (2001) Teamworking: A New Dynamic in the Pursuit of Management Control. Human Resource Management Journal, 11 (1): 3–23.
[14] Griffith, W. (2002) Performance Testing. People Management, 8 (8): 65.
[15] Ingram, H. and Descombe, T. (1999) Teamwork: Comparing Academic and Practitioners. Team Performance Management, vol. 5, No. 1.
[16] Nahavandi, A. (2000) The Art and Science of Leadership. 2nd edition. Upper Sadale River, NJ. Prentice Hall.
[17] Boyle, M. (2001) Performance Reviews: Perilous Curves Ahead. Fortune, pp: 187–188.
[18] Shirouru N. (2001) Ford Stops Using Letter Rankings to Rate Workers. The Wall Street Journal, pp: 31, 34.
[19] Meredith, J. (1993) Theory Building Through Conceptual Methods. International Journal of Operations & Production Management, 13 (5): 3–11.
[20] Gomez-Mejia, L. R. Balkin, D. B. (2002) Managing Team Performance. In L. R. Gomez-Mejia, and D. B. Balkin (eds) Management Boston, McGraw-Hill, pp: 348–364.
[21] Cole, C. (2001) Eight Values Bring Unity to a World Wide Company. Workforce, March 2001, pp: 44–45.
[22] Rice, C. L. (1999) A Quantitative Study of Emotional Intelligence and its Impact on Team Performance. Unpublished Master’s Thesis. Pepperdine University.
[23] Woodruffe, C. (2001) Promotional Intelligence. People Management, vol. 11, pp: 26–29.
[24] London, M. (1997) Job Performance Feedback Giving, Seeking and Using Feedback for Performance Improvement, Mahwah, NJ. Lawrence Fribaum Associates.
[25] Huet-Cox, G. D. Nelson, T. M. and Sundstrom, E. (1999) Get the Most From 360–Degree Feedback: Put it on the Internet. HR Magazine, May 1999, pp: 92–103.
[26] Yohe, G. (2002) The Best of Both? Human Resource Executive, March 6, pp: 35–39.
[27] Armstrong, M. (2004) The Basis of Performance Management, In M. Armstrong (ed) A Handbook of Human Resource Management Practice. 9th edition Kogan Page, London, UK. Pp: 477–484.
[28] Starner, T. (2002) Welcome E-Board. Human Resource Executive, March 6, pp: 40–43.
[29] Anderson, S. E., Coffey, B. S. and Byerly, R. T. (2002) Formal Organizational Initiatives and Informal Workplace Practices: Links to work-family Conflict and Job-related Outcomes. Journal of Management, 28 (6): 787–810.
[30] Abu Zaid, M. K. S. and Al-Manasra, E. A. (2013) The Impact of Corporate Social Responsibility Dimensions, on Organizational Attractiveness in Jordanian Commercial Banks. European Journal of Business and Management. 5 (12): 175–183.
[31] Rankin, N. (2002) Raising Performance Through People: The Ninth Competency Survey. Competency and Emotional Intelligence, Pp; 2–21.
[32] Purcell, J. Kinnie, N. Hutchinson, S. Rayton, B. and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box, CIPD, London.
[33] Glover, C. (2002) Variations on a team. People Management, 8 (3): 36–40.
[34] Somefun, A. (2020) NSITF to Develop Platform to Self-appraise Workers’ Performance. The Nation, vol. 13, No. 5001, pp: 23.
[35] McDonald, D. and Smith, A. (2015) A Proven Connection Between Performance Management and Business Results. Compensation and Benefits Review, vol. 27, pp: 59–64.
[36] Noe, R. A. Hollenbeck, J. R. Gerhart, B, and Wright, P. M. (2004) The Process of Performance Management. In R. A. Noe, J. R. Hollenbeck, B. Gerhart, and P. M. Wright (eds) Fundamentals of Human Resource Management. Boston, USA, The McGraw-Hill Companies Inc. pp: 239–272.
[37] Torrington, D. Hall, L. and Taylor, S. (2005) Team Performance: In D. Torrington, L. Hall, and S. Taylor (eds) Human Resource Management, 6th edition. Harlow, England, Prentice-Hall, pp: 279–298.
[38] Matthews, B. P. and Shepherd, J. L. (2002) Dimensionality of Cook and Wall’s (1980) British Organizational Commitment Scale. Journal of Occupational and Organizational Psychology, vol. 75, pp: 369–375.
MA 02210, USA
AIS is an academia-oriented and non-commercial institute aiming at providing users with a way to quickly and easily get the academic and scientific information.
Copyright © 2014 - American Institute of Science except certain content provided by third parties.